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Dissertation_Claire Chen_20130717.pdf (2.94 MB)

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Relationships Among Emotional Intelligence, Cultural Intelligence, Job Performance, and Leader Effectiveness: A Study of County Extension Directors in Ohio

Chen, Yueh-Ti
http://rave.ohiolink.edu/etdc/view?acc_num=osu1374064106

Abstract Details

2013, Doctor of Philosophy, Ohio State University, Agricultural and Extension Education.
Leader effectiveness and job performance are measures important to organizational effectiveness. Personal capacities such as emotional intelligence and cultural intelligence, brought to life through behaviors on the job, are thought to be related to leader effectiveness and job performance. However, empirical studies that assess the relationships among measures of leader effectiveness, job performance, emotional intelligence and cultural intelligence are limited in general and specifically in the Extension system. County Extension Directors (CEDs) employed by Ohio State University (OSU) Extension are responsible for providing administrative leadership for county offices. The changing environment, trends affecting OSU Extension, and challenges associated with working with diverse audience, together create the need for CEDs to serve as role models for building trusting work relationships, leading teams, and collaborating with diverse clientele. The purpose of this study was to explore the relationships among measures of job performance, leader effectiveness, emotional intelligence, and cultural intelligence of CEDs in Ohio, while controlling for potential effect of measures of leader behavior and trusting work relationship. This study was descriptive in nature and utilized a correlational research design with quantitative methodology. The target population for this census study consisted of CEDs in OSU Extension, and their subordinates and associates. Data collection was completed in three phases using historical data and online survey instruments. Data collection from CEDs included measures of cultural intelligence, and emotional intelligence. Subordinates and associates of CED respondents were invited to provide data on their perception regarding their respective CED for the measures of leader behavior, trusting work relationship, and leader effectiveness. Data for the job performance measure were collected from OSU Human Resources personnel. Data analysis involved the use of descriptive statistics, multiple regression, and correlation analysis. Findings from this study showed that neither emotional intelligence, nor cultural intelligence explained a significant proportion of the variance associated with either the job performance or perceived leader effectiveness of Ohio CEDs, after controlling for the effect of intervening variables of perceived leader behavior and perceived trusting work relationship. The CEDs’ measure of job performance was not related to perceived leader effectiveness. Emotional intelligence of Ohio CEDs was positively related to their cultural intelligence, perceived leader behavior, and perceived leader effectiveness. Finally, perceived leader behavior also exhibited a positive relationship with perceived trusting work relationship, and perceived leader effectiveness. Results of this study support previous research in suggesting that leader behavior and trusting relationships are important factors in leader effectiveness. The findings raised questions about whether existing CEDs’ job performance review can be used as an adequate proxy of their actual job performance in the role of administrative leadership. Causal relationships among measures of emotional intelligence, leader behavior and leader effectiveness can be further explored through structural equation modeling analysis. Recommendations for administrative leaders in OSU Extension include: demonstrate leader behavior to engender trust; enhance leader effectiveness through a reciprocal process between leader behavior and trusting work relationship; and engage in leader behaviors that are informed by emotional intelligence.
Robert Birkenholz (Advisor)
Graham Cochran (Advisor)
Jeffrey King (Committee Member)
Jeffrey Ford (Committee Member)
288 p.
Agricultural Education; Educational Leadership; Higher Education; Higher Education Administration
Leader Effectiveness, Job Performance, Emotional Intelligence, Cultural Intelligence, Leader Behavior, Trusting Work Relationship, Extension, Coorperative Extension, Ohio State University Extension, County Extension Director

Recommended Citations

Citations

  • Chen, Y.-T. (2013). Relationships Among Emotional Intelligence, Cultural Intelligence, Job Performance, and Leader Effectiveness: A Study of County Extension Directors in Ohio [Doctoral dissertation, Ohio State University]. OhioLINK Electronic Theses and Dissertations Center. http://rave.ohiolink.edu/etdc/view?acc_num=osu1374064106

    APA Style (7th edition)

  • Chen, Yueh-Ti. Relationships Among Emotional Intelligence, Cultural Intelligence, Job Performance, and Leader Effectiveness: A Study of County Extension Directors in Ohio. 2013. Ohio State University, Doctoral dissertation. OhioLINK Electronic Theses and Dissertations Center, http://rave.ohiolink.edu/etdc/view?acc_num=osu1374064106.

    MLA Style (8th edition)

  • Chen, Yueh-Ti. "Relationships Among Emotional Intelligence, Cultural Intelligence, Job Performance, and Leader Effectiveness: A Study of County Extension Directors in Ohio." Doctoral dissertation, Ohio State University, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=osu1374064106

    Chicago Manual of Style (17th edition)

osu1374064106
4,327
© 2013, all rights reserved.
This open access ETD is published by The Ohio State University and OhioLINK.